This multi-case qualitative study involving 54 academics examines the interplay between university culture and ideology in supporting and impeding internationalisation. Implementation of internationalisation can often be thwarted by divergent and contradictory understandings of internationalisation and by the organisational culture in which it takes place. Highlighted here is the false dichotomy of serving "either" the local "or" the global community and the influence of market forces on motivations to engage in internationalisation. Findings indicate that organisational change is impeded by divergent understandings and conflicting goals of academic membership relating to internationalisation but identifies strategic planning as a mechanism to support and strengthen cultural readiness for internationalisation. (Contains 3 tables and 2 figures.)